Training Issues for Biomedical Equipment Technicians and Clinical Engineers

Transcription

1 Training Issues for Biomedical Equipment Technicians and Clinical Engineers Darrel Croswell, CBET Scott Segalewitz, PE Alyson Whitmore, CBET July 15, 2003

2 Faculty Darrel Croswell, CBET Project Manager Department of Veterans Affairs North Little Rock, AR Scott Segalewitz, PE Associate Professor and Chair Engineering Technology University of Dayton Dayton, OH Alyson Whitmore, CBET Clinical Engineering Manager UAMS Medical Center Little Rock, AR

3 Training Issues for Biomedical Equipment Technicians and Clinical Engineers Because the number of education institutions offering BMET/CE programs is dwindling, there is a need for alternative approaches to training in order to keep the field going.

4 Training Issues for Biomedical Equipment Technicians and Clinical Engineers Attendees will learn: Organizational skills to help manage Biomedical/Clinical Engineering departments Alternative educational ideas for training entry level employees

5 Overview of ASHE 2002 Our Objective was to help the audience: Set up an in-house training program to prevent the void. Develop retention strategies for keeping trained employees.

6 Academic Program Closings Early 1990s over 100 BMET/BET programs in existence Numerous program closings over past 10 years Reasons included: Decrease in funding Decrease in interested students Source: AAMI website Biomedical Education Programs

7 Average BMET Statistics The average age of BMETs is rising BMET I = 35.3 years BMET II = 36.5 years BMET III = 44.6 years BMET Specialist = 40.4 years BMET Supervisor = 43.2 years Clinical Engineer = 44.7 years CE Supervisor = 44.6 years Director/Manager = 45.1 years Source: Journal of Clinical Engineering 2001 Survey of Salaries & Responsibilities for Hospital Biomedical/Clinical Engineering & Technology Personnel

8 Departmental Training Sessions Weekly/Monthly Sessions On-Call Preparation In-service (Post OEM training)

9 Types of Continuing Education OEM Training, whenever possible Distance Education Other

10 Retention Strategies Employer Needs & Commitment Employee Needs & Commitment Benefits or perks available Merit Raises Promotions Rewards Training Opportunities

11 Distance Learning Synchronous Technology Presentation Equipment New Classroom Models Active & Collaborative Learning Student Centered Discussion

12 Distance Learning Satellite Communications Audio teleconferencing Video teleconferencing Developing modes of delivery

13 Training Issues for Biomedical Equipment Technicians and Clinical Engineers Case Study

14 Case Study Fully-functioning Clinical Engineering Department at a major teaching hospital Metropolitan Medical Center Located in primarily rural state Large number of out-patient visits Trauma Center Major Research Center

15 Case Study CE Team consisted of 13 members: Ten Person Technical Staff Operations Manager/Lead Technician Seven Senior-level Technicians Biomedical Engineer Electronics Technician Director and Support Staff

16 Case Study Times were relatively good: The team had high morale There was lots of money for training Technicians had lots of experience Technicians were on call every two months Pay scale was becoming an issue

17 Case Study Implemented an in-house training program To maintain employee knowledge base Emphasize cross training Operations Manager/Lead Technician Left Reemphasized departmental training to increase coverage

18 Case Study Timeline Ops Manager left Began in-house training

19 Case Study Extended absence due to family illness Technician was absent for nearly one month Workload started to pile up Natural Occurrences (snow and holidays) Some people were on vacation Some people could not get to the hospital Some people stayed at the hospital

20 Case Study Timeline Ops Manager left Natural Occurrences Extended absence Began in-house training

21 Case Study Illness throughout the department Affected number of technicians available Affected ability to provide customer service Extended absence due to family emergency Technician was absent for three weeks Workload continued to pile up

22 Case Study Timeline Ops Manager left Extended absence Natural Occurrences Extended absence Began in-house training Department Illness

23 Case Study Hired Entry-level person No formal biomedical training No electronics background No degree Familiar with medical center

24 Case Study Timeline Ops Manager left Extended absence Natural Occurrences Department Illness Extended absence Entry level Began in-house training

25 Case Study Senior-level Technician Left Rural hospital Closer to home More money Second Senior-level Technician Left Rural hospital Closer to home More money

26 Case Study Timeline Ops Manager left Extended absence Natural Occurrences Senior Tech left Department Illness Senior Tech left Extended absence Entry level Began in-house training

27 Case Study Director left Pursue a different career Worked to keep the team together Transition Team chosen Team Leader Lead Technician Business Manager

28 Case Study Timeline Ops Manager left Extended absence Director left Natural Occurrences Senior Tech left Department Illness Senior Tech left Extended absence Began in-house training Entry level Transition Team

29 Case Study Third Senior-level Technician Left Manufacturer More money Overtime/Call Pay Automobile

30 Case Study Timeline Ops Manager left Extended absence Director left Natural Occurrences Senior Tech left Senior Tech left Department Illness Senior Tech left Extended absence Began in-house training Entry level Transition Team

31 Case Study In just ten months, over one-half of the senior-level technicians and the director left a department that was considered to be one of the best in the country.

32 Training Issues for Biomedical Equipment Technicians and Clinical Engineers Maintaining and Rebuilding

33 Case Study Maintaining and Rebuilding

34 Maintaining and Rebuilding Director Business Manager Administrative Assistant Operations Manager/Lead Technician Senior Technician Team Leader Senior Technician Team Leader Senior Technician Team Leader Biomedical Engineer Project Manager Senior Technician Senior Technician Senior Technician Senior Technician Electronics Technician

35 Maintaining and Rebuilding Vacant Business Manager Administrative Assistant Vacant Senior Technician Team Leader Senior Technician Team Leader Vacant Biomedical Engineer Project Manager Senior Technician Senior Technician Vacant Vacant Electronics Technician Electronics Technician

36 Maintaining and Rebuilding Transition Team Composition: Team Leader Lead Technician Business Manager

37 Maintaining and Rebuilding Transition Team Leader Biomedical Engineer Transition Team Lead Technician Senior Technician Transition Team Member Business Manager Senior Technician Senior Technician Senior Technician Vacant Vacant Electronics Technician Electronics Technician Vacant

38 Maintaining and Rebuilding Focus of Transition Team: Damage Control Reorganization Maintain Status Quo

39 Maintaining and Rebuilding Damage Control: Phase One Maintain Current Staff Rebuilding team morale Personal touch with the team Dealing with On-Call Issues Dealing with workload

40 Maintaining and Rebuilding Damage Control: Phase Two Establish / Implement contingency plan Reorganize areas of responsibility Training Senior Technicians Stepping Up Cross Training Cover Administrative responsibilities

41 Maintaining and Rebuilding Reorganization: Director Appointed Experienced within Organization No Clinical Engineering Background Transition Team Continued Aid new director Day-to to-day operations

42 Maintaining and Rebuilding Reorganization: Open Positions All levels Recruitment Strategies New Position: CE Manager Internal promotion One less technical FTE

43 Maintaining and Rebuilding Director Business Manager Administrative Assistant Clinical Engineering Manager Senior Technician Senior Technician Senior Technician Senior Technician Vacant Vacant Electronics Technician Electronics Technician Vacant

44 Maintaining and Rebuilding Maintain Status Quo: Level of Customer Service Credibility Outsourcing Customers Administration

45 Transitioning to the Next Level Continuous Restructuring: Tweaking Goals and objectives Mission Address pay scale issues Establish higher level positions Training

46 The only thing worse than training your employees and losing them, is not training them and keeping them. Migs Damiani,, MSME, PE

47 Questions?

48 THANK YOU FOR ATTENDING!

49 Training Issues for Biomedical Equipment Technicians and Clinical Engineers Part 2 2:15 PM